New Yorkers Are Putting Down Roots in the Litchfield Hills

By: KeyCrew Media

This story starts with a listing. A New Yorker, usually from the city or its immediate suburbs, comes across a property in northwest Connecticut or the Hudson Valley. The acreage is significant. The price, relative to what that budget would buy anywhere within two hours of the city, is startling in the right direction. They book a showing, they make an offer, and a few months later they own a country property they intend to use on weekends.

That is where the predictable part of the story ends.

Elyse Harney Morris, principal broker and owner at Elyse Harney Real Estate, has been telling the next part of that story for years. The weekend property becomes a Thursday-to-Monday property. Then someone starts working remotely for a few extra days. Then the children settle into activities and start asking why they have to go back. “One of them starts commuting a few days a week,” Morris says, “and then the whole thing just stops, and they go: we’re staying.”

The Litchfield Hills, Hudson Valley, and Southern Berkshires have been absorbing New York buyers for decades. What has changed since the pandemic is the permanence of what they are building here.

What New York Buyers Are Actually Looking For

The buyer profile coming out of New York has evolved considerably from the pre-pandemic weekend-home purchaser. Families are arriving with longer timelines, more deliberate criteria, and a clearer sense that they are not just buying a property but choosing a community.

Multi-generational buyers represent one of the most active segments at the upper end of the market. Families spanning three generations are evaluating properties of 100 acres and above as permanent shared living arrangements, with the grandparents, adult children, and grandchildren all represented at showings and all bringing different questions to the table. The grandparents want to know about accessibility and medical infrastructure. The adult children are evaluating the main house’s capacity and the land’s recreational potential. The grandchildren want trails, water access, and somewhere to build a garden.

Morris describes two recent transactions in the Berkshires, both currently under agreement, each involving approximately 100 acres. One buyer came from Boston, the other from New York. Both represent the kind of long-term, high-commitment purchase that has become increasingly common at the upper end of this market.

The Anti-Hamptons Appeal

Part of what draws New York buyers to this region over comparable alternatives is something easier to experience than to describe. The Litchfield Hills and their neighboring markets have what Morris calls an anti-Hamptons character. It is not a scene. It is not built around being seen. The people who choose it are, by and large, choosing it because it does not require performance.

Residents of considerable prominence have lived in this corner of Connecticut and the Hudson Valley for generations, drawn by the same quality. A local movie theater in Millerton, New York runs without stadium seating or franchise ambitions, and actors and directors whose films are opening will sometimes show up for an intimate post-screening conversation with whoever happens to be there. “Nobody really cares when you see someone of prominence,” Morris says. “Everyone wants to be respectful. That is just how this community operates.”

For New York buyers who are accustomed to markets where social visibility is part of what is being purchased, this quality can feel genuinely unfamiliar at first. It tends to become one of the things they value most.

The Value the Numbers Reflect

The financial case for this region is straightforward but worth stating clearly. The $2 million to $3 million price point, which Morris identifies as the most active segment of the current market, delivers in the Litchfield Hills, Hudson Valley, and Berkshires what it cannot deliver in the Hamptons, in Westchester, or in most markets within comparable proximity to New York City: significant acreage, historic character, privacy, and community infrastructure, simultaneously and without compromise.

The region’s strict zoning and conservation protections ensure that the landscape surrounding any given property will not be developed in ways that diminish what was purchased. Supply is constrained by design, which has historically supported long-term value in ways less protected markets cannot ensure.

For New York buyers who have been watching this market from a distance and waiting for the right moment, the current environment, more balanced than the pandemic peak but still tight on inventory at the upper end, represents a window that rewards preparation over hesitation.

Elyse Harney Morris is principal broker and owner at Elyse Harney Real Estate, an independent brokerage founded in 1987 and operating across Connecticut, New York, and Massachusetts. She specializes in significant country estates, historic farms, and conservation properties across the Litchfield Hills, Hudson Valley, and Southern Berkshires.

Disclaimer: This article is based on information provided by the expert source cited above. It is intended for general informational purposes only and does not constitute legal, financial, or real estate advice. Readers should conduct their own research and consult qualified professionals before making any real estate or financial decisions.

Turning Marketing Into a Revenue Engine: How Jay Group’s Natalia Golenkova Is Redefining Demand Generation in Supply Chain

By: Jay Kt

The 2026 Women in Supply Chain Forumâ„¢ Award Trailblazers winner on AI-powered marketing, data-driven attribution, and why supply chain companies can no longer treat marketing as a cost center.

Natalia Golenkova, marketing director at Jay Group, was named a Trailblazers winner in the 2026 Women in Supply Chain Forumâ„¢ Award, presented by Food Logistics and Supply & Demand Chain Executive. The award honors female leaders who continue to pave the way for future women in logistics and supply chain. Golenkova leads all digital and traditional marketing functions (strategic, tactical, and operational) at the Inc. 5000-recognized fastest-growing company specializing in fulfillment, warehousing, staffing, and proprietary SaaS products. Her recognition reflects a career built on a single principle: marketing must prove its contribution to revenue, or it deserves the budget cut it gets.

At Jay Group, Golenkova owns marketing across three simultaneous layers, each tied to a measurable deliverable. The strategic layer sets direction and budget: where the company plays, how it positions, and what it agrees to measure before spending a dollar. The tactical layer is execution: the campaigns and channels that carry the strategy, each with a defined return. The operational layer is the daily machine (the martech stack, the data, the routing, the compliance) tracked through ground-level KPIs that confirm whether the engine is running clean and on time. “Each one fails alone,” Golenkova says. “Strategy without tactics and operations is a wish list in the shape of a slide deck. Operations without strategy are a colossus with feet of clay.” By owning all three, she doubled digital lead generation in her first year at Jay Group while transitioning every core marketing function in-house.

That transition, bringing SEO, PPC, social media, and email marketing in-house, eliminated agency dependency, retained institutional knowledge, and redirected the savings to fund digital infrastructure upgrades and the launch of Jay Group’s proprietary order management system, a SaaS product Golenkova marketed from zero. She rebuilt the company’s website from scratch as a lead-generation hub, with full attribution tracing every marketing dollar to pipeline. The result was tripled lead generation through an AI-powered demand engine integrating SEO, generative engine optimization (GEO), PPC, CRM automation, visitor de-anonymization, and data enrichment.

Golenkova sees AI as the defining shift in supply chain marketing, not as a tool, but as a force reshaping how marketing departments are built. Today’s marketer, she argues, is part strategist, part martech engineer, part data analyst, and part compliance officer, because the job now runs on all four at once. Lead generation itself has moved. It no longer starts in sales but inside the martech stack, drawing on intent data, AI-assisted nurturing, generative engine optimization for AI search, and attribution that is finally solvable instead of a guess. Online compliance matters more every quarter as regulation tightens at both national and international levels. Her advice to supply chain organizations is direct: stop treating marketing as a brochure function. Build attribution before scaling acquisition. Bring core functions in-house so the data and knowledge stay with the company. And keep marketing and sales as two separate functions, checks and balances that sharpen each other.

Supply chain has not had a quiet decade, marked by COVID, chip shortages, the Suez blockage, record inflation, the Red Sea crisis, tariff waves, and the AI transformation running underneath it all. Each shock forces every function to prove it is worth its budget, and marketing is usually first in line and least able to answer. That gap between marketing and revenue is the disruption Golenkova has made her work. She rebuilds the connection from the ground up, with attribution that ties every dollar to revenue, core functions brought in-house to cut waste, and measurement that turns marketing from a cost center into a growth engine. The sharpest edge of this transformation, she notes, is software. Supply chain is becoming a SaaS business, and the warehouse and order management systems that once sat quietly in the back office are turning into AI-native platforms that companies buy, sell, and compete on.

Golenkova operates by what she calls the 4D framework for AI integration: delegation, description, discernment, and diligence. Decide what to hand to AI, describe precisely what is needed, judge the output critically, and verify before anything goes live. “The debate is stuck between two extremes: that AI can replace everyone, or that it can replace no one,” she says. “Both are wrong. The real work is the educated middle.” The biggest commercial impact, in her view, will not come from AI in the warehouse or on the route, but from AI closing the gap between operational data and commercial decisions, turning the numbers a company already has into the choices it makes next. Companies that pair that speed with a verification layer will pull away from those that treat AI as a replacement for judgment.

On attracting and retaining women in supply chain, Golenkova’s position is practical. She hires with practical tests, not resumes and screening apps. “A test shows me what a person can actually deliver, not how many impressive words they can stack in a paragraph about themselves.” She manages a distributed team across the United States and Eastern Europe (in-house, remote, and fractional), measuring output through KPIs, not hours in a chair. Flexibility, she insists, is not charity. It is accountability applied to results instead of attendance. Golenkova works inside a woman-led company whose CEO, Dana Chryst, built her way to leading and owning the business long before “woman-led” was a phrase anyone printed in a press release. “That is what real inspiration looks like to me,” Golenkova says. “Not a diversity line in a report.”

Golenkova’s journey to U.S. marketing leadership began unconventionally. She arrived in the United States in 2015 with no American network and no U.S. credentials, starting over in digital marketing after a career in law abroad. She earned a Google certification, took her first role in the field, and rose from entry-level specialist to director in a decade. The experience shaped her conviction that results speak louder than pedigree. “Bring numbers to every room, and be ready to defend them,” she says. “This industry runs on pallets, not vibes. Respect follows results, and results do not care about your gender.”

Golenkova will participate in a roundtable discussion with other award winners at the Women in Supply Chain Forumâ„¢, Nov. 17-19 in Charleston, S.C.